The building blocks to a successful process improvement initiative Andrew Griffiths t: 07760 266660 e: andrew.griffiths@lamri.com
Objectives Outline some of the hidden parts of the process change minefield Briefly examine an approach that helps I only have 45 min!
This is what we want
Why do the initiatives fail? A lack of clear, business led objectives Failure to build a strong political coalition for driving change Failure to build and communicate a clear vision Permitting the continued existence of roadblocks to the vision Competing PI initatives The early declaration of success Not keeping senior management engaged Failing to recognize that key skills for transforming teams are sales and marketing
Who is touched by changing tools or process? End Users Line Management Executive Management Project Sponsor The delivery team O&M Finance
How receptive are they? Active Resistors Late Adopters Early Adopters REMEMBER - this spread applies to the team AND external stakeholders
Add in delivery pressure and the curve is worse! Active Resistors Late Adopters Early Adopters
Communicating the change is a complex sale Sounds OK But... Sounds OK But... This is different and... Line Management End Users Sounds OK But... Lets do... Executive Management This is different and... Project Sponsor The delivery team Finance
This selling does not end! Looks like a wayward project to me! Old Way Iterative All the projects cost more,,, but Executive Management Lots for so early! How many more? Risks & Issues Finance Project Sponsor
But what can I do about this?
Plan to change Establish a sense of urgency Create a coalition Develop a clear vision Share the vision Empower people to clear obstacles Secure short term wins Consolidate and keep moving Anchor Kotter s eight phases of change - John Kotter 1990
Establish a sense of urgency - expose issues Commitment to Change Communication Engage Sponsor Executive / Senior Management Present back in business improvement terms Secure short term wins Appraisal Planning Baseline Appraisal Report Results Initial Action Planning Appraisal Results Outline Plan Establish a sense of urgency Create a coalition Develop a clear vision Share the vision
Create a virtuous circle Run it as a project, real deliverables and measures Disciplined delivery approach and data Secure short term wins Top management commitment Disciplined delivery approach gives top management confidence in CMMI initiative Top management commit: they own CMMI and it becomes part of programme management Top management commitment enables a disciplined delivery approach by providing a strong escalation route for the PI team giving it teeth Empower people to clear obstacles Create a coalition Consolidate and keep moving
Mobilise the PI team From the line Share the vision & sell our success Champion Team 1 Business Goal 1 Business Goal 2 Business Goal 3 Process Improvement Team Champion Champion Champion Team 2 Team 3 RM Use the grape vine when this is working you are moving! Support Champions (Direction to support consulting) Champion PMO Champion Deploy Empower people to clear obstacles Extends the coalition Consolidate and keep moving
Drive the programme objectives Business Goal 1 Business Goal 2 Business Goal 3 Appraisal Report Direction from SNR/EXEC Management Workpackage The PI Team produces a workpackage of improvement requirements that will close gaps identified in the appraisal report Plan Each champion produces a process improvement action plan with the solutions to the improvement requirements. Improvement is implemented in the workstream closing the gap. Verified by PI Team PI Team tracks improvement through its lifecycle, assuring delivery of improvement on schedule and to quality Create a coalition Consolidate and keep moving Anchor
Its not just about the gaps Ability to Deliver Delivery Unit O&M Unit Business Units Business Units Initiative 1 Initiative 2 Business Units Business Units Initiative 4 Initiative 6 Initiative 3 Initiative 5
Focus all your improvement efforts Ability to Deliver Delivery Unit O&M Unit Business Units Initiative 1 Business Units PI Initiative 2 Business Units Team Initiative 6 Business Units Initiative 4 Initiative 3 Initiative 5
Provide a Process Life Support Environment Have Policies Regularly review process with senior management Provide resources, Assign responsibilities Train people Configuration manage processes Quality assure/audit process execution Project 1 Project n Initiate Project Run Project Close Project Initiate Project Run Project Close Project Initiate Project Run Project Close Project Use Processes Library Process Life Support Mechanism PI Team drives establishment Plan to do process / monitor execution of this plan Identify/involve relevant stakeholders
Make the PI Initiative transparent to Executive and SNR Management Progress By Workstream Team 1 Narrative Team 2 Narrative Team 3 Narrative RM Narrative PMO Narrative High Priority Gaps 5 4 3 2 1 0 20 15 10 5 0 Team 1 Team 2 Team 3 RM PMO Medium Priority Gaps Team 1 Team 2 Team 3 RM PMO Low Priority Gaps Red indicates problems in need of urgent action Amber indicates potential problems or problems in recovery Green indicates all is well Blue indicates plan delivered indicates status improved since last weeks report indicates status the same as last weeks report indicates status worsened since last weeks report 10.0 7.5 5.0 2.5 0 Key KEEPING a sense of urgency Team 1 Team 2 Team 3 RM PMO Target Closure OS KEEPING coalition Actual Closure Late Empower people to clear obstacles
Make the PI Initiative transparent to Executive and SNR Management Progress By Workstream Team 1 Team 2 Team 3 RM PMO Narrative Narrative Narrative Narrative Narrative Red indicates problems in need of urgent action Amber indicates potential problems or problems in recovery Green indicates all is well Blue indicates plan delivered indicates status improved since last weeks report indicates status the same as last weeks report indicates status worsened since last weeks report High Priority Gaps 5 4 3 2 1 0 20 15 10 5 0 10.0 7.5 5.0 2.5 0 Key Team 1 Team 2 Team 3 RM PMO Medium Priority Gaps This can be an uncomfortable place to be! Team 1 Team 2 Team 3 RM PMO Low Priority Gaps HOWEVER - with the transparency comes power Team 1 Team 2 Team 3 RM PMO Target Closure OS Actual Closure Late
This approach helps you to Have clear business led objectives Continuously engage with senior management Build a strong political coalition Communicate a clear vision Remove roadblocks to the vision Align/Stop competing PI Initiatives
This won t solve everything You still need your wits and political savvy You need to be able to sell the idea of change (or someone on your team who can!) You must remember that management commitment can wane - you need strategies to manage them
Any questions?